Mission Drift
"Delivers theatrical performances and educational outreach, reaching a significant audience both in-person and online with multiple productions annually."
— Statement of Program Service Accomplishments
What does this mean?
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
The Path Forward
The Lodestar
A radical recommitment to the core mission. It requires the organization to gain the strength to say 'no' to restricted funding that pulls them away from their true purpose.
Demonstrated Impact
- 5,000 people in person each season
- thousands more using online resources
- 36 performances of 3 shows
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 15.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2021 | — | — | 41.6% | 24 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 10.7% | 43 | Fragile | Recovery | |
| 2019 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 39 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scott Miller | Artistic Director | 15.5% of Rev | ||
| Scott Miller | Artistic Director | 15.5% of Rev | ||
| Alison Helmer | Secretary | — | ||
| Charles Glenn | Board Member | — | ||
| John Rhine | Board Member | — | ||
| Michelle Dougherty | Board Member | — | ||
| Kimi Eye | Board Member | — | ||
| Alison Helmer | Secretary | — | ||
| Charles Glenn | Board Member | — | ||
| John Rhine | Board Member | — | ||
| Kimi Eye | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scott Miller | Artistic Director | 10.7% of Rev | ||
| Charles Glenn | Board Member | — | ||
| Alison Helmer | Secretary | — | ||
| Kevin Corpuz | Board Member | — | ||
| John Rhine | Board Member | — | ||
| Carmen Garcia | Board Member | — | ||
| Kimi Eye | Board Member | — | ||
| Michelle Dougherty | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scott Miller | Artistic Director | 9.6% of Rev | ||
| Alison Helmer | Secretary | — | ||
| Charles Glenn | Board Member | — | ||
| Kevin Corpuz | Board Member | — | ||
| John Rhine | Board Member | — | ||
| Carmen Garcia | Board Member | — | ||
| Kimi Eye | Board Member | — | ||
| Michelle Dougherty | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 104 other orgs in MO with NTEE prefix A6.
Most-divergent component: financial score sits 19 points below the peer median (20 vs. 39).
5-year trend: Mission Drift
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
What's driving this score
- Comp-to-revenue ratio of 15.5% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.